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From YouTube: Audit Committee - June 28, 2019 - Part 2 of 2
Description
Audit Committee, meeting 3, June 28, 2019 - Part 2 of 2
Agenda and background materials:
http://app.toronto.ca/tmmis/decisionBodyProfile.do?function=doPrepare&meetingId=15650
Part 1: https://www.youtube.com/watch?v=9Fep1pt5QtE
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C
B
C
A
I'm
intrigued
by
the
idea,
I
think
this
goes
to
the
Auditor
General
based
on
some
of
the
work
in
here.
I
was
intrigued
by
the
idea
of
the
notion
of
using
vacant
units
and
units
that
are
vacant
for
other
purposes,
for
instance
in
a
building,
that's
being
emptied
out
because
it's
going
to
be
constructed,
but
we
know
you
know
the
because
of
the
slowness
of
the
process
that
was
talked
about
in
the
report.
A
It
can
take
a
really
long
time
to
empty
out
a
building,
because
the
tenants
in
there
need
to
be
relocated,
and
that
thought
was
you
know,
can
we
use
them
for
other
purposes,
for
instance
to
shelter?
People
and
I
wondered
what
we
knew
about
the
law
about
rules
around
that
you
know,
there's
some
there's
some
discussion
about
how
the
mechanisms
can
work,
but
are
we
okay
in
terms
of
the
landlord
tenant
Act
and
what?
What
has
your
your
findings
into
that
revealed?.
D
So
you
know
these
matters
can
be
complex,
but
at
first
first
look.
It
appears
that
emergency
shelters
don't
come
under
like
the
landlord
tenant.
There's,
no
there's
no
agreement.
Where
you
have
that
you
have
with
a
person,
it
seems
to
be
a
carved
out
exclusion
and
so
thinking
outside
the
box
there
may
be
an
opportunity
to
have
a
unit
designated,
but
as
a
as
a
shelter
unit.
D
If
you
have
a
family
in
a
different
situation
that
you
want
to
move
in
there
temporarily,
while
you're
waiting
for
the
building
to
be
demolished,
knowing
that
there
are
still
other
tenants
in
that
building
in
other
units
and
those
students
would
be
under
tch
sea,
but
there
might
be
the
opportunity
to
have
some
of
them.
Some
other
units
that
have
are
designated
for
demolition
to
have
a
family
in
there.
C
Absolutely
I
would
agree
with
with
the
auditor
we're
gonna
do
some
more
due
diligence
on
that
possibility,
where
we're
also
aware
that,
through
a
report
to
planning
and
housing,
the
revitalization
process
is
being
recommended
to
be
delegated
to
create
tío.
So
what
we're
looking
for
there
is
to
maximize
our
asset
and
reduce
the
amount
of
time
that
units
are
taken
out
of
circulation
for
revitalization.
C
A
A
Reading
that
you
know,
withdrawals
a
really
important
thing
to
a
tenant
or
or
turning
down
an
offer
is
a
really
important
thing,
because
there's
you
get
three
chances
and
then
you're
put
by
legislation
I
think
either
off
the
list,
or
essentially
to
the
bottom
of
the
list
in
the
order
to
raise
some
observations
around
rules
on
that,
because
you
tell
us
just
a
little
bit,
you
know
what
is
your
experience
as
staff?
Why
is
it
that
there's
so
many
withdrawals
of
an
offer
versus
it
being
deemed
a
refusal.
E
Through
the
chair,
when
you
think
about
withdrawals
or
three
kind
of
considers
three
situations
we
encounter
frequently,
the
first
as
the
auditor
is
noted,
is
where
we
can't
contact
them.
The
second
is
where
their
situation
has
changed.
Many
of
the
people
applicants
on
the
list
have
been
on
the
list
for
a
lengthy
time,
and
so
their
situation
has
changed
and
by
the
time
we
do
reach
them.
We
uncover
some
of
those
situational
changes
that
give
rise
to
withdrawing
the
offer
as
well.
E
We
update
their
their
preferences
or
whatever
their
situation,
is
on
the
list,
but
they
don't
qualify
for
an
offer
any
more.
Those
are
kind
of
the
two
that
we
encounter
frequently
the
third
out
says
where
they
identify
restrictions.
There
might
be
accommodations
that
are
required.
They
can't
live
above
a
certain
floor.
They
need
to
live
in
a
building
with
an
elevator,
and
when
we
look
at
the
unit
that's
offering,
if
it
doesn't
comport
with
those
restrictions,
we
have
to
withdraw
the
offer
as
well
where's.
A
The
delegation
to
deem
an
offer
withdrawal
versus
our
refusal
and
and
what
I'm
really
getting
at
the
heart
is,
is
I
realize
when
you're
down
to
your
last
thread
your
last
chance.
You
know
there
may
be
some
pleadings
for
grace
on
some
of
these
circumstances,
and
you
know
so
that
somebody
hasn't
booted
off
the
list.
It
is
found
to
be
a
withdrawal
for
whatever
criteria
gets
attached
to
that.
Are
you?
Are
you
comfortable
that
you
know?
That's
not
really
a
prevalent
issue.
A
E
The
decision
is
owned
at
the
housing
administrator
level.
Those
administrators
are
prescribed
to
go
through
training
at
a
high
frequency,
so
we're
generally
comfortable
that
they
are
equipped
to
make
that
decision.
The
auditor
in
her
report
usefully
suggests
that
the
criteria
for
withdrawal
would
be
more
clearly
defined,
so
we
will
work
with
s
sha.
It
see
more
clearly
define
and
update
to
training
so
that
they're
fully
equipped
to
make
those
decisions.
Thank.
A
F
Thank
you.
Mr.
chair
I
wondered
on
the
1400
empty
units
and
miss
Chan
said
that
that
was
a
conservative
number
that
you
were
very
conservative
in
selecting
just
1,400.
Is
there
possibility
to
get
kind
of
more
detail
on
those
how
many
are
being
held
for
whatever
reason?
How
many
or
do
you
have
that
somewhere
clearly
laid
out?
Yes,.
D
We
we
do
have
that
information.
It's
handy.
We
took
the
numbers
at
the
end
of
December
and
at
that
time
CSS
TCH
C
was
holding
about
533
units
for
medical
reasons,
so
we
were
basing
it
basically
on
about
800
or
900
units
as
the
base,
and
then
they
released
a
few
more
more
back.
So
we
come
up
with
10
20
40
CHC,
but
across
the
entire
spectrum
for
all
housing
providers,
it
would
have
been
a
total
of
about
1400.
D
Since
then,
TC
HC
has
released
in
total
400,
including
the
170,
so
there's
another
300
they've
released.
So
on
top
of
my
1020,
there
would
have
been
about
another
300
released
of
medical
units,
so
that
would
go
to
about
1300
and
then
add
in
the
units
for
other
purposes
that
would
bring
it
higher.
So
the
base
for
TC
HD
is
no
longer
1020
or
1160
it's
much
higher
and
then
across
the
spectrum.
We
have
another
2
or
300
units
for
other
housing
providers
that
have
vacancy.
So
it's
it's.
D
It's
a
it's
always
a
bit
of
a
moving
target.
It's
a
little
bit
dynamic,
but
we
took
out
any
units
that
were
having
capital
repair
that
were
being
held
for
transfer
that
were
you
know,
contract.
You
know
we
took
out
as
many
as
we
could.
This
is
the
solid
basis
around
eleven
sixty
and
then
it
would
increase
from
there
and
I.
Do
you
have
any
comment
on
that?
Is
that
a
valid
reflection
of
what
you've
seen.
G
So
at
December
31st
we
reported
40
CHC
1020.
The
president/ceo
in
his
report
to
the
board
yesterday
actually
just
said
that
their
their
numbers
have
come
up
and
that's
the
return
of
the
medical
and
safety
units
to
the
population
for
circulation,
and
then
we
also
looked
across
the
system.
So
this
the
1400
is
not
just
TC
but
across
the
system
right.
So
so.
D
G
F
D
F
G
E
E
F
F
C
F
D
If
I'm
gonna
rephrase
your
question
just
to
make
sure
I'm
understanding
it,
what
you're
asking
is
if
we
can
go
back
and
verify
the
3.2
number
as
compared
to
the
six
yes
I'm
going
to
turn
to
my
my
staff.
I
do
know
that
there
is
a
little
bit
of
the
challenge.
Sometimes,
is
that
we
can
only
use
the
information
that's
in
the
system.
So
if
somebody
records
something
that
was
a
call
was
made
or
a
call
wasn't
made,
there's
an
integrity
issue
there.
G
Through
the
chair,
we
could
go
back
as
long
as
we
go.
We
only
have
data
for
a
point
in
time.
We'd
have
to
go
back
into
the
system
and
see
what
the
system
says
is
recorded
as
offers
and
compare
that
to
what's
housed
that
one
of
the
challenges
for
us
is
that
the
data
is
only
as
good
as
what
people
are
recording
in
the
system.
So
if
housing
providers
are
recording
all
the
offers
and
calls
they
are
making
or
not
it's
only
as
good
as
what's
recorded
in
the
system.
F
D
We
were
going
to
do
that.
How
long
would
it
take
to
get
the
data
down
I?
Think
we
can
get
it
down
and
have
a
look
within
in
the
next
two
weeks?
Is
that
too
soon?
Or
would
it
be
longer
than
that
two
weeks
we'll
just
we'll
see
what
we
can
do
before
council
yeah
I'm
asking
that
question
yeah,
we
will
see
what
we
can
do
before
Council.
We
think
we
can
do
it,
but
we'll
see
I
mean
we'll
have
to
it's
gonna
be
chunk,
we'll
see
we
can
do
it
before.
Council,
okay
and.
A
A
H
Like
for
what
reason
is
that
because
of
the
location,
or
is
it
because
of
the
building
like
it,
because
when
they,
when
they
apply,
they
give
don't
they
give
two
or
three
different
locations
that
they
would
like
to
transfer
to
or
get
housing
for?
And
then,
if
they're
offered,
did
they
give
a
reason?
Why
they're
refusing
it
is
it
because
of
the
building,
the
location
or
the
problems
that
we
have
in
the
buildings?
I
know.
D
G
G
H
H
Okay,
so
once
they
refuse
three
times
then
they're
taken
off
the
list
completely
correct.
Now,
who
is
who
lose
given
priority?
Is
it
tenants
that
want
to
move
to
a
bigger
unit
or
a
smaller
unit
and
transfers
within
their
building
or
like
people
that
are
actually
on
the
waiting
list?
They
need
housing
and
they
they
can't
find
housing
I.
D
Think
I'm
gonna
ask
you
to
jump
in
here.
Also,
but
really
p'tee
CHC
has
a
number
of
rules.
They
had
to
go
through
one
of
it.
One
of
the
rules
would
relate
to
offering
it
to
tenants
and
their
building
some
over
housed
people
trying
to
move
them
to
smaller
units,
and
that's
where
I
think
things
got
bogged
down
a
little
bit
because
they
were
cycling
through
that
and
offers
weren't
getting
actually
made
in
all
cases
the
waitlist,
so
the
bachelor
for
the
seniors
would
be
an
example.
H
Should
priority
be
giving
to
to
people
that
don't
have
housing
and
put
them
in
and
first
rather
than
someone
that
wants
to
upgrade
or
downgrade
or
I
mean
because
they
have
housing
like
isn't,
Shin
that'd
be
the
priority
that
people
that
are
out
there
that
have
no
housing
at
all
and
they
need
housing.
So
mister,
that's.
D
D
H
One
of
the
slides
make
better
use
of
housing.
You've
got
some
of
the
units
are
used
for
other
purposes,
for
example,
staff
recreation,
community
programs,
so
they're
used
are
the
these
would
be
buildings
that
don't
have
space
for
recreation,
for
the
tenants
and
so
they're
using
the
units
and
stop
because
there
are
some
buildings
that
don't
have
that
space
for
any
recreation
programs
or
any.
You
know,
and
so
is
that
the
case
with
this
so.
D
What
we're
said
yeah,
what
we're
suggesting
is
there
are
some
contractor
storage.
There
are
some
recreation
programs
and
they
are
using
some
units
and
we
feel
that
the
purpose
is
that
probably
a
supportable
purpose.
It's
not
that
the
purpose
is
wrong.
What
we're
hoping
is
that
they
take
it
away
and
see
if
there's
another
alternative,
maybe
having
one
of
those
I
mean
when
I
was
in
school,
you
would
have
one
of
those
we
were
housed
in
a
trailer
like
having
the
trailer
used
as
a
classroom.
D
Percent
I
mean
I'm
looking
at
the
new
respite
care,
the
big
blue
trailers
and
you're
putting
people
in
the
trailer
as
their
house
and
then
leveraging
the
unit
as
a
contractor
storage
and
we're
saying,
let's
try
to
rebalance
that
support
support
families
where
you
can,
in
with
housing,
stable
housing
and
then
find
a
support.
The
group
by
finding
another
accommodation,
as
you
suggested,.
I
I
Thank
you
very
much
mr.
chair,
through
you
two
to
our
staff
or
to
Beyonder
in
general.
So
the
first
thing
that
comes
to
mind
and
I
can't
collect
the
report,
but
there
was
the
audits,
men's
report
on
trout,
community
housing
and
the
priority
transfer
and
I.
Don't
know
if
that
covered
the
wait
list
as
well
for
for
new
people
coming
in
to
TCH
see
for
housing.
D
Yes,
I
have
and
and
I'm
supportive
of
the
report.
It
dovetails
in
a
couple
of
ways
on
the
she
did
if
I
identify
medical
items,
people
have
medical
concerns
and
safety
concerns
within
the
building.
We
took
those
units
out
so
from
if
a
unit
was
set
aside
for
our
medical
reason.
We
didn't
count
that
at
all
in
the
report,
we
also
suggested
looking
at
other
items
to
prioritize
and
it
might
be
that
medical
may
be
one
of
those
items
as
City
Council
moves
forward.
D
So
he
says
we
looked
at
the
two
two
sides
of
the
coin.
So
that's
that's
what
I
can
say
in
the
wait
list.
I
don't
know
if
her
report
covers
that
I
can't
remember,
but
that's
another
area.
Somebody
has
a
medical
issue
that
requires
stable
housing
right
and
it
might
be
the
medical
officer
who
can
speak
to
that.
Okay,.
I
So
so
with
that
being
said,
there's
no
doubt
that
City
Council
and
the
trogs
meeting
Housing
Board
I
sent
on
that
have
had
this
as
a
concern
for
a
long
time
and
even
I.
Remember
one
of
the
first
conversations
of
myself
joining
the
board
was
the
frustration
around
empty
units,
so
City
Council's,
giving
direction
I
think
the
board
has
weighing
in
on
the
issue
a
number
of
times
and
I'm
sure,
as
you
mentioned
in
your
presentation,
you
see
not.
Where
is
the
gap
here?
Why?
Why
are
we
seeing
this
move
forward?
I?
I
D
Sure,
through
you,
chair,
I,
think
the
front
end
of
getting
people
into
housing
is
split.
It's
the
front
end
of
checking
whether
somebody's
a
Canadian
citizen
on
the
list
is
by
SSA.
J
eligibility
is
checked
by
the
housing
provider
as
far
as
income
goes,
it's
split
so,
and
some
of
the
issues
where
TCH
see
was
offering
units
because
they
were
following
their
internal
list.
It
wasn't
getting
over
to
the
centralized
waitlist.
My
view
is,
you
should
need
to
harmonize
both
of
those
pieces.
D
First
of
all
and
then
hold
the
person
or
the
group
accountable
to
make
sure
the
units
get
filled
to
get
through
these
bureaucratic
barriers
and
to
move
forward
with
getting
people
housed.
There's
no
doubt
it's
a
complicated
matter
and
I
don't
want
to
simplify
it,
but
but
at
the
same
time
I
don't
think
people
can
wait.
They
do
need
housing.
So
it's
important
that
you
move
forward.
So
certainly
so.
D
A
F
F
This
one
really
is
too
J
stuff
related
to
the
bachelor
units
that
the
Auditor
General
has
found.
Are
there
and
don't
appear
to
be
offered
out
other
than
internally
and
our
new
shelf
remodels
such
as
the
one
at
the
hope
shelter
has
a
housing
division
there
to
get
people
out
of
the
shelter
it's
a
new
model
to
make
sure
people
are
transferred
out.
Can
you
tell
me
if
that's
being
used
now,
to
get
those
folks
out
and
into
the
bachelors
and
unless
how
has
that
been
working?
C
Through
the
chairs,
so
yes,
the
housing
workers
are
in
place
at
that
at
the
new
hope,
shelter.
The
offers
are
need
to
be
made
through
the
legislative
framework,
so
people
need
to
be
on
the
housing
waitlist.
They
need
to
have
identified
those
buildings
as
one
of
their
preferences
and
they
need
to
be
offered
in
terms
of
their
eligibility
either
by
their
wait
list
date
or
by
their
priority
placement.
I.
C
Think
what
we've
learned
through
this
report
is
those
certainly
ways
that
we
can
tighten
up
that
process
and
work
much
more
closely
with
TCH
C
on
the
stock
of
units
that
they're
finding
it
difficult
to
rent.
And
how
can
we
target
some
of
our
priority
populations
to
those
available
units
when
they're
not
in
a
position
to
rent
them?
Do.
C
F
F
Model
where
you've
found
that
breakdown,
where
there's
not
there's
bachelors
and
people
homeless,
and
we
also
have
people
working
in
our
shelters,
trying
to
hook
up
those
who
are
homeless
into
apartments,
including
bachelors.
Would
you
be
able
to
just
look
at
that
one
location
and
see
if
that's
worked
well
or
we
need
to
tweak
that
a
little
bit
so.
D
F
You
and
then
there
was
another
one
where
I
just
heard
I
think
it
was
either
you
or
one
of
your
staff
or
counselor
Ford
just
talked
about
having
to
in
order
to
make
sure
that
we
get
right
in
and
get
at
this,
whether
or
not
we
just
leave
it
to
there.
Our
process
or
whether
or
not
a
kind
of
SWAT
team
would
be
set
up
to
go
in
and
be
very
aggressive
on
all
fronts.
In
order
to
make
these
fixes
I,
don't
know
what
you
think
of
that
I
really.
D
A
A
B
C
Question
that's
right,
so
eligibility
is
is
certainly
with
us
in
in
our
management
of
the
of
the
waitlist.
As
I
said,
we've
taken
some
actions
in
the
last
few
months
and
have
seen
some
considerable
improvement,
and
we
will
continue
down
that
down
that
road,
also,
as
we
get
closer
to
developing
the
business
rules
for
choice
based
lighting,
where
we're
discovering
new
ways
to
improve
our
manual
processes.
So
I
think
you
know
over
time
between
now
and
when
we
implement
that
we
will
see
continual
improvement.
C
C
B
B
B
C
C
A
F
You
thank
you
very
much
mr.
chair,
and
thank
you
for
indulgence
on
the
number
of
questions.
This
is
more
than
a
little
bit
interesting
to
me
and
I
think
also
to
my
colleague,
councillor
Ford,
we're
both
on
Toronto
Community
Housing
Board
grappling
with
a
number
of
different
things
there,
including
vacancies,
and
making
sure
that
we
don't
have
many
vacancies
so
getting
to
the
bottom
of
the
empty
units
and
how
quickly
they're
turned
around
is
something
we
are
focused
on
the
Auditor
General,
it's
very
helpful.
F
Having
her
do
that
I
think
councillor
Matt
Lowe
has
a
motion
on
reporting.
I
was
a
little
surprised
just
to
hear
that
the
only
time
the
wait
list
has
ever
been
reported
on
is
at
the
budget,
where
we're
reporting
on
the
waiting
list,
rather
than
to
committee
and
in
a
regular
day
of
showing
a
regular
way
of
how
that
is
either
incrementally
growing
or
not
growing.
Every
once
in
a
while
you'd
hear
it's
gone
from,
seventy
thousand
to
a
hundred
thousand
I
think
what
mr.
F
A
hope,
shelter
as
a
bit
of
a
I,
don't
say
a
pilot,
but
looking
at
how
well
that's
worked
because
it's
been
opened
for
that
period,
there's
been
housing
people
there
they're
paid
to
sit
there
and
help
people
find
accommodation
I'd
be
interested.
How
that
interfaced
with
the
waiting
list,
those
that's
real
life.
How
has
that
worked
in
real
life?
So
far?
Does
anything
else
need
to
be
corrected
and
as
well
to
work
with
the
staff
to
ensure
that
they're
a
number
and
that
their
turnaround
of
three
offers?
F
If
that's
the
case
since
December
I,
think
that's
great
news
since
the
Auditor
General's
report,
but
given
that
she
is
the
auditor
and
checking
numbers
is
her
business
for
us
I?
Think
it's
just
helpful
to
have
that
validated.
So
she's
agreed
to
do
those
two
things
without
emotion
and
I'll,
see
about
council
what
that
looks
like
as
far
as
having
more
of
a
focused
approach
by
a
small
team
of
people
to
just
drive
this
even
a
little
bit
harder.
F
Thank
you
very
much
and
I
want
to
thank
the
auditor
for
her
work
here
being
on
T
C
HC
and
having
this
report
and
having
been
on
community
development
recreation
for
so
long
and
having
developed
a
new
shelter
model
with
councillor
by
Lao.
This
is
all
one
big
piece
that
all
fits
together
and
the
last
report
that
you
brought
to
us
about
lack
of
new,
affordable
housing,
I
thought
that
was
very
important.
F
J
Two
motions
to
me:
one
is
that
the
City
Council
requests
the
general
manager,
shelter,
support
and
housing.
The
minister,
through
the
implementation
of
the
new
choice
based
model
for
access
to
social
housing,
to
expand
access
to
information
available
through
the
city's
open
data
portal
and
open
to
the
end
report
to
the
auditor
commodity
by
q4
of
2020
on
the
status
of
implementation,
the
general
manager
be
requested
to
engage
tantos
civic
tech
community
on
this
project.
J
The
other
motion
I,
have
is
that
city
council
requests
that
the
general
manager
shelters
support
in
the
housing
administration
to
report
quarterly
to
the
economic
and
Community
Development
Committee
on
the
centralized
waiting
list
for
social
housing.
The
first
one,
as
you
heard
from
Mark
Richardson,
is
a
response
to
the
need
for
absolute
transparency,
which
also
can
contribute
to
accountability
with
as
much
data
as
we
can
share
publicly.
J
Not
only
does
that
help
those
in
the
Civic
tech,
community
and
others
to
be
able
to
provide
information
to
us
when
they
see
something
working
well,
something
not
working
well
enough
and
information
to
bring
to
our
attention
that
is
necessary
to
inform
us
to
make
better
decisions.
The
other
thing,
I
love
about
open
data-
is
that
just
the
more
information
that's
out
there.
It
means
that
we
are
always
feeling
the
fire
to
our
feet.
J
The
very
fact
that
we
know
that
that
there
is
such
a
public
lever
of
accountability
means
that
we,
along
with
management,
are
just
more
aware
every
single
day
that
we
need
to
use
information
wisely
and
to
be
able
to
account
for
the
decisions
we
make.
The
other
one
is-
and
this
is
inspired
by
councillor
Fletcher's
questions
to
have
a
quarterly
report.
J
One
of
them
would
say
that's
that
some
of
the
most
disturbing
and
difficult
conversations
we
ever
have
is
when
we
hear
from
a
resident
who
says
I'm
in
need
of
housing,
and
they
each
one
will
tell
a
story
that
is
worse
than
the
last
one
we
heard
and
just
as
a
human
being,
you
listen
to
this
and
you
want
to
do
anything
possible
to
help
them.
You
want
to
save
them,
you
want
to
do
it.
J
You
want
to
be
able
to
you
wish
that
you
could
make
a
call
and
figure
it
out
and
in
many,
if
not
most
cases,
you
feel
helpless,
because
there
is
a
waiting
list
of
you
know
far
north
of
a
hundred
thousand
people
of
eight
to
nine
years.
There
aren't
enough
units
available,
and
you
know
that
there
probably
won't
be
one
available
anytime
soon
for
this
individual
or
their
family,
and
you
feel
frustrated,
and
you
feel
angry.
We've
also
heard
stories
over
the
years.
J
I
have
and
I
wonder
if
some
of
you
have
where
you'll
hear
from
resident
in
a
senior's,
TCH,
Building
and
they'll
say
there's
a
couple
of
empty
units.
There's
a
couple
of
vacant
units
on
my
floor
like
what's
going
on
with
them
and
then
you'll
get
TCH
on
the
phone.
Those
they'll
give
you
all
sorts
of
reasons
why
they're
in
transition
or
why
they're
being
held
for
some
reason
and
intuitively
it
just
doesn't
make
sense
to
you.
J
But
you
you
wonder:
ok,
they
might
know
what
they're
talking
about,
and
maybe
there
is
a
good
reason
and
you
press
and
you
push,
but
somehow
inside
of
you
you're
thinking
like
this
doesn't
make
sense
there
there's
such
a
long
waiting
list.
Why
would
these
be
empty
for
a
month
if
you
never
mind
six
months
or
more?
J
I
can't
just
doesn't
make
sense
to
me
when
you
hear
about
units
being
used
for
storage
for
contractors.
That
doesn't
make
any
sense
to
me
when
we're
spending
even
more
money
to
rent
motel
rooms
when
you've
got
a
unit
sitting
around
that.
Just
hasn't,
you
know,
got
a
paint
job
just
that.
Just
that
just
seems
stupid.
It
doesn't
make
any
sense
to
me
and
we
have
no
room
for
failure.
There
is
no
room
for
failure
when
you're
dealing
with
people's
basic
ability
to
have
a
home
that
they
can
afford
and
they
can
live
in.
J
There
is
no
room
for
failure.
When
I
hear
about
this.
You
know
nonsense,
stuff
about
Chris,
kink,
kringles,
and
you
know
made-up
names
and
people
who
have
already
passed
on
the
waiting
list,
with
no
no
effective
check,
checking
and
no
accountability
on
that
it
angers
me.
It
really
does
I,
don't
understand
how
this
wasn't
caught
sooner
and
I.
J
Don't
understand
why
this
wasn't
dealt
with
long
ago
and
I
believe
that
there
needs
to
be
some
accountability,
for
that
there
needs
to
be
some
answers
for
that,
because
I,
don't
it's
one
thing
to
sit
down
with
the
resident,
especially
like
there
are
seniors
who
I
deal
with
every
day,
who,
given
the
given,
typically
their
ages
and
and
the
number
of
years
that
it
would
take
to
get
a
unit
I'm
sitting
with
them
and
I
know.
I
know
that
they're
probably
not
going
to
be
able
to
live
long
enough
to
ever
get
a
home.
J
There
is
no
room
for
failure
and
I
I
appreciate
that
I
mean
Marian
Bedard,
for
example.
I
know
not
only
is
a
great
professional,
but
it's
an
a
wonderful
human
being.
Who
feels
the
same
way
as
I
do
and
I
know.
Your
whole
team
feels
the
same
way
and
I
I
say
this
all
to
hopefully
encourage
you
to
be
the
leaders
that
I
know
you
are
and
to
act
upon
the
advice
that
you've
received
to
see
every
one
of
these
recommendations
through
to
fruition
and
and
go
any
steps
further.
You
can
but
I.
J
You
know
I
I,
think
I
share
the
the
fester
I
know.
My
frustration
is
shared
by
many
throughout
our
communities
when
t
CH,
for
example,
the
people
on
the
ground
are
amazing,
but
why
is
a
corporation
that
is
responsible
for
some
of
the
most
vulnerable
people
in
our
city?
Dealing
with
another
crisis
or
scandal
like
virtually
every
year,
like,
above
all,
of
all
corporations
in
the
entire
world?
J
A
H
H
On
some
of
these
recommendations,
because,
as
you
know
one
unless
we
at
the
end
of
the
year
when
you
give
us
an
update
on
all
the
recommendations
for
all
the
various
agencies,
and
then
they
come
forward
and
a
half
of
them
haven't
been
implemented,
you
know
that's
what
we
don't
want
to
see.
We
want
and
have
an
ongoing
update
on
it.
So
hopefully
we
can
get
that
update.
H
You
know
it
seems
like
this
issue
with
Toronto
Housing
I
mean
in
the
the
waiting
list.
It's
it's
been
years
since
we've
been
dealing
with
the
same
issue,
I
mean
when
I
was
on
the
board
a
few
years
ago
was
the
same
issue
and
it
keeps
getting
it
nothing
changes
and
now
that
when,
when
you
see
some
of
the
the
recommendations
and
the
stats
and
what
was
presented
to
us
today,
you
know
when
units
are
being
used
for
something
else
server.
H
Then
the
waiting
list
and
and
the
refusal
and
and
all
that
and
the
reason
are
the
reason
behind
it.
Like
I'm.
You
know,
like
it's
just
shocking,
to
hear
that
and
I
agree
with
you.
It's
one
of
the
one
of
the
most
difficult
reports,
so
I
do
support
the
recommend
and
support
councillor
Matt
Louis
motion
and
councillor
Philly,
and
your
motion.
The
problem
that
we
have
as
well.
H
As
you
know,
in
some
buildings
and
I,
know
that
some
tenants
are
refusing
housing
and
some
of
the
buildings
because
of
the
state
of
the
building
and
the
location
of
the
building.
Because
that's
an
issue
as
well,
where
there
are
buildings
where
there's
a
lot
of
crime
and
that
people
don't
want
to
be
too
don't
want
housing
in
these
buildings.
And
we
have
some
buildings
that
have
been
taken
over
by
some
gangs
and
that
and
they're
taken
over
and
they're
taken
over
the
units.
H
And
in
the
meantime
we
have
a
waiting
list
of
people
wanting
housing.
And
then
we
have
all
this
going
on.
You
know
internally,
where
people
actually
taking
you
know
taking
over
units
where
tenants
have
left
or
are
elderly
and
they're
coming
in
and
just
taking
the
units
over
and
doing
whatever
they
have
to
do
in
these
units.
And
so
that's
an
issue
for
me
as
well.
So,
but
that's
not
what's
before
us,
but
you
know
we're
really.
H
You
know
we
really
have
to
look
at
some
of
these
some
issues
and
some
of
the
recommendations
and
some
of
the
problems
that
we're
having
in
our
buildings
and
you
know,
I'm.
Thank
you
very
much
for
bringing
forth
the
recommendations
and
I
know.
Councillor
Fletcher
you'll
be
moving
emotional
counsel
as
well,
but
you
know
I'll
support
whatever
recommendation
we
have
before
us
and
you
know
we
really
need
to
get
to
to
the
bottom
and
people
that
are
waiting
on
the
waiting
list
that
don't
have
housing
at
all.
H
A
A
We
asked
the
general
manager
to
accelerate
the
implementation
of
recommendations
that
are
related
to
the
rules
around
households
with
greatest
need
and
getting
priority
and
those
households
with
over
housed
tenant
situations,
it's
kind
of
generally
written
because
I
think
it's
buried
in
a
few
of
the
recommendations,
but
the
ones
that
stand
out
to
me.
A
recommendation
14
and
18
and
I
take
note
that
on
recommendation
818,
there
was
discussion
about
bringing
back
reports
in
2020
or
20.
21
would
talk
a
little
bit
about
this.
A
This
was
a
striking
report
and
it
was
evident
just
as
even
when
the
Auditor
General
began
to
speak
to
us
about
how
powerful
it
is
it.
You
know
we
talk
about
a
lot
of
things
in
the
committee
about
tree
trimming
and
roadways
and
asphalt
and
and
and
if
it
plans
those
type
of
things,
but
this
is
really
about
humans
and
humans.
Living
in
the
city.
A
I
spend
a
lot
of
time
and
council
fighting
things
that
gum
up
the
works,
and-
and
this
is
one
of
those
reports
that
are
gonna
uncommon,
the
works
and
the
benefit
about
that
is
the
most
about
financial
savings.
But
you
know,
but
getting
people
into
housing
faster,
there's
a
whole
basket
of
things
that
are
contained
in
the
recommendation.
Some
of
them
are
really
technical
in
nature
and
they're
about
data
processes,
but
there's
a
couple
of
things
in
here
that
are
sorry.
A
And
then
we've
got
that
other
situation
of
people
that
are
over
housed
and
you
know
generally
the
situation
I
think
if
I've
seen
through
experiences,
you
know
you've
got
a
family
and
the
family
grows
up
and
heads
off
into
their
way
and
you've
got
some
extra
bedrooms
and
we've
got
a
whole
bunch
of
families
on
the
waiting
list.
Trying
to
secure
a
location
like
that,
and
maybe
one
or
two
people
are
left-
maybe
their
senior,
maybe
they're,
not
in
those
other
units
and
they're
struggling
to
work
their
way
through
the
system.
A
That's
gummed
up,
trying
to
find
another
place
to
live,
to
make
the
space
and
so
I
think
as
a
council.
We
have
to
have
that
conversation,
but
you
know
I
realize
the
staff
have
to
go
through
a
bunch
of
process
to
look
at
those
policies,
including
public
consultation
and
so
there's
been
a
commitment
in
the
report
to
hit
a
date
and
I
would
like
to
suggest
a
causal
that
we
earnestly
ask
that
that
conversation
be
accelerated.
A
A
Part
of
this
is
right
on
the
shoulders
of
Council
to
work
through
those
policies,
and
so
that's
really
the
the
deeper
intent
of
the
motion,
and
that
and
I'll
say
you
know,
I
really
appreciate
all
of
the
work
of
the
staff
on
this
and
I
really
appreciate
the
work
of
the
Auditor
General
and
her
team
on
this.
There
is
a
lot
in
here
and
I
know
that
there
was
a
lot
of
hard
work
done
on
this.
A
Thinking
of
a
couple
of
very
active
circumstances
that
we're
working
through
right
now
in
my
office
and
one
of
the
themes
about
it
just
seems
to
be
there's
this
much
paperwork
in
administration
and
the
difficulty
that
people
have
to
go
through
to
navigate
all
and
and
we're
experts
here
in
government
and
counselors
offices
to
navigate
through
systems
and
imagine
squaring
this
on
the
shoulder
of
somebody.
That's
you
know
that
just
needs
to
worry
about
their
household
and
their
life,
so
anything
that
makes
life
simpler
and
clearer.
Anything
that
makes
things
more
transparent.
A
So
people
feel
confident
in
the
system
feel
confident
that
you
know
they
are
working
their
way
through
a
list
and
there's
others
that
really
and
truly
are
ahead
of
them,
and
that's
why
it
is
taking
so
long.
I
think
is
a
good
thing
and
we
get
some
people
into
housing,
faster,
I
think
that's
a
really
really
good
thing,
so
I
hope,
you'll
support
that
motion
and
with
the
deepest
respect
to
staff,
because
I
know
they
need
to
work
through
this
stuff.
A
B
Have
a
motion
that
the
audit
audit
committee
recommend
the
City
Council
requested
general
manager,
shelter,
support
and
Housing
Administration
to
report
annually
to
the
Audit
Committee,
with
the
following
details
on
the
centralized
weight
loss
for
social
housing,
the
number
of
people
on
the
list,
the
number
of
vacant
rentable
units,
the
number
of
units
filled,
the
number
of
refused
offers.
The
number
of
withdrawn
offers
any
other
relevant
information,
so
to
go
back
to
the
beginning.
B
Just
want
to
thank
the
under
general
and
her
staff
for
excellent
work
as
as
usual,
but
I
do
also
want
to
say
that
I,
I'm
and
I
I
think
others
here
would
share
the
same
view
that
there's
nobody
in
the
city
who
would
be
more
upset
about
people
going
on
house
than
Marianne,
Bedard
and
and
all
of
her
staff.
So
you
know-
and
this
is
it
is
you
know
it's-
it
is
a
really
difficult
subject
and
sometimes,
with
the
best
of
intentions,
it's
difficult
to
find
solutions
to
to
pick
an
extreme
case.
B
We
have
people
in
homeless,
shelters
who
desperately
need
housing
and
we
have
empty
units
but
to
get
a
hold
of
the
person
in
the
homeless,
shelter
to
track
their
whereabouts
to
put
them
in
a
unit
where
they
have
the
supports
they
need
in
order
not
to
to
go
badly
both
for
them
and
the
other
people
in
the
building.
All
of
these
things
are
extremely
complicated.
On
the
other
hand,
you
know
we
to
find
solutions
to
some
of
these
things.
B
Think
the
more
the
more
scrutiny
on
the
measurable
part
of
it
and,
at
the
same
time
tell
us,
as
the
chair
said,
tell
us
what
you
need,
so
we
can
help
you
get
there.
I
think
that's
what
we
need
to
do.
So.
The
purpose
of
this
motion
is
just
that
we
have
a
way
of
trying
to
quantify
as
much
as
you
can
with
this
subject
matter.
How
well
we're
doing
in
resolving
the
problems
that
have
existed
for
a
long
time.
J
Through
your
chair,
it's
a
question
now.
Obviously
the
accounts
for
filling
in
the
mover
so
I
preface
this
question
just
to
provide
you
just
a
little
bit
of
information.
Why
I'm
going
here
when
I,
when
I
started
working
on
the
motion
to
ask
for
the
quarterly
report,
I
checked
with
the
the
clerk
and
and
other
staff
and
to
try
to
understand
what
path
would
we
take?
And
you
may
remember
earlier
in
this
meeting
we
had
a
conversation
about
the
Auditor
General's
role
and
you
know
what
what
it
is
and
what
it's
not
so.
J
The
Auditor
General's
role
is
to
report
to
us
and
then
we,
you
know,
make
recommendations
and
we
move
motions
out
of
that.
But
then
the
ongoing
burden
of
you
know
ensuring
accountability
with
the
staff
is
up
to
us.
To
then
say:
you've
got
a
report
to
a
standing
committee.
It's
you've
got
a
you
know.
J
You've
got
to
go
to
whatever
the
relevant
Standing
Committee
is
it's
not
for
the
other
general
that
kind
of
keep
checking
up
on
staff
in
any
context,
so
I
also
then
checked
which
Standing
Committee
would
be,
and
we
did
a
lot
of
back-and-forth
about
that.
I
agree
to
councillor
Fletcher
and
I
were
talking
about
intuitively.
It
seemed
like
it
should
go
to
housing.
J
What
was
explained
to
me
is
that
housing
is
the
sort
of
what
we're
about
to
build
or
might
what
we're
planning
and
then
the
community
development
aspect
of
economic
development
and
Community
Development
is
about
sort
of
what
we
have
and
then
how
do
you
build
community
through
that?
So
would
you
would
you
interest
always
say
that
to
ask
you
rather
than
ask
this
to
come
to
audit
committee,
which
everyone
everyone
I've
spoken
with,
has
said
unequivocally.
This
isn't
the
right
committee
for
the
follow-up
report
to
come
to.
J
It
should
go
to
the
relevant
Standing
Committee
that
perhaps,
if
you
want
a
little
more
detail
on
the
quarterly
report
that
is
being
requested
in
the
motion
that
I
moved
earlier.
But
you
add,
as
a
friendly
amendment
cuz
I.
Don't
think
any
of
us
are
in
a
disagreement
about
the
ask
it's
just
where
it
goes:
yeah
to
parse
out
the
the
details
that
you're
asking
for
and
just
put
it
into
that
report
request
the
quarterly
report
request
to
the
Edie
Edie
CD
committee
ECD,
some
I.
B
Almost
went
that
way
and
switched
it
to
annual
instead
of
quarterly
and
and
here
just
hardly
because
this
body
can
sort
of
dive
into
numbers,
perhaps
more
readily
than
some
of
the
other
committees,
but
you
know
I
I'm
I'm.
Certainly
you
know.
Is
it
it's
like
I'm,
not
clear
on
how
best
we
do
our
job
and
monitor
a
problem.
That's
been
brought
here,
although.
B
B
A
A
B
A
You
be
open
to
an
amendment
that
would
suggest
that
you
append
councillor
Matt
Lowe's
motion
with
the
detail
that
you're
seeking
and
councillor
Matt
Lowe's
motion
is
to
go
to
the
committee,
but
we
say
to
the
committee
and
council
and
therefore
its
brought
before
the
whole
body
sure,
and
that
gives
us
all
a
chance
to
get
into
the
report
and
if
we
want
it
to
get
into
the
subject
matter,
we
do
it
at
a
council
rather
than
at
this
place.
Would
that
be
a
satisfactory
amendment?
Sure
absolutely
okay.
H
A
All
right,
so
you
can
help
me
with
these
with
the
order.
One
a
is
going
to
be
councillor,
Matt,
Matt,
Lowe's.
First
motion
on
the
open
data,
all
those
in
favor
any
opposed
that
is
carried
1b-
is
counselor.
Matt
Lowe's
motion,
as
amended
by
councillor
Fillion,
all
those
in
favor
any
opposed
that
is
carried
motion.
Number
two
is
my
motion
on
accelerated
reporting
on
that
all
those
in
favor
any
opposed.
The
last
vote
is
on
the
item,
as
amended
all
of
those
in
favor
any
opposed,
and
that
is
carried.
I
had
an
additional
housekeeping
matter.
A
A
A
Well--We're,
while
we're
setting
this
up
au
3.10,
I
would
consider
a
motion
to
reopen
the
item.
It
was
originally
moved
that
we,
the
Audit
Committee,
would
have
the
auditor
report
on
matters
relating
to
Toronto,
building
and
I.
Think
in
discussion,
we've
determined
that
the
chief
building
official
would
be
most
appropriate
to
report
on
that.
So
I
may
take
a
motion
to
reopen
all
those
in
favor
we're
gonna.
A
D
D
We
looked
at
the
change
order
process
in
the
engineering
process,
so
two
billion
dollars
in
capital
projects
and
we
looked
at
the
change
order
process
which
is
about
two
hundred
million
dollars
within
the
process
and
our
and
the
objectives
were
to
look
to
make
sure
there
is
reasonable
support
for
change
orders.
It
was
justified
to
make
sure
that
policies
and
procedures
were
in
place
and
we
looked
at
the
period
of
2013
to
2017.
We
looked
at
ten
completed
projects,
there's
a
lot
in
those
projects.
D
We
looked
at
90
change
orders,
and
so
we
looked
at
about
how
many
million
nine
nine
million
dollars
worth
the
change
orders
and
a
change
order
is
really
when
you
need
to
have
a
change
in
scope
or
you
need
to
have
a
change
in
cost
or
something
arises
unexpectedly,
and
a
change
order
is
a
normal
part
of
an
engineering
process.
You
can
have
change
orders.
What
we're
concerned
about
is
that
they
are
controlled,
that
they're
supported
that
they're
signed
off
properly
those
kinds
of
things
and
what
I
can
say
is
well.
D
These
are
some
of
the
reasons
you
can
have
an
errors
made
omissions
you
can
have
contractor
making
claims.
There
could
be
a
scope
change.
This
is
the
these
are
the
reasons
for
the
change
orders
now,
what's
really
good
about
the
engineering
services
I
have
found
historically
in
working
with
the
chief
engineer,
he
was
the
person
who
helped
to
design
the
change
in
the
transportation
portfolio
when
we
had
the
paving
contracts
and
what
I
found
is
that
there
can
be
errors
or
things
that
happen,
but
the
design
of
the
guidelines
was
very
good
in
this
process.
D
Documentation
was
missing.
There
was
some
background
to
negotiation
price
negotiations
missing.
Sometimes
staff
would
identify
potential
errors
or
omissions,
but
we
wouldn't
see
the
follow
through
to
see
if
there
was
any
potential
liability
that
kind
of
thing
and
pursue
a
recovery
where
necessary.
So
here's
the
breakdown
we
wanted
to
understand
where
there
was
a
problem
where
it
was
happening.
We
did
find
that
there
were
some
design
errors
and
omissions
which
can
happen,
but
the
years
we
found
problems
with
sign-off,
proper
sign-off
and
delegation
of
authority.
D
Sometimes
staff
might
use
a
couple
of
change
orders
and
not
have
the
proper
sign-off
so
so
there'd
be
some
work
completed
without
authorization.
So
this
is
the
breakdown
the
most
in
the
top
category
and
we
felt
it
important
moving
forward
that
that
ECS
make
sure
that
they
track
why
I
change
orders
needed,
so
it
can
help
them
to
make
improvements
going
forward.
D
One
of
the
areas
we
found
was
that
they
didn't
include
a
robust
evaluation
where
there
was
like
there
were
some
design
errors
and
omissions,
and
there's
no
follow-up
to
make
sure
that
if
a
contractor
was
liable
that
it
was
followed
through.
So
we
thought
about
that.
They
could
do
a
better
job
in
this
area,
not
to
say
that
if
there
was
an
error
that
the
contractor
is
automatically
liable,
but
we
felt
there
could
be
more
done
within
the
file.
They
didn't
really
track
areas
for
change
orders.
D
Where
change
orders
were
occurring,
we
felt
it
relevant
so
that
they
could
tighten
up
in
those
areas
going
forward
and
we
felt
that
the
they
should
track.
Where
the
change
order
is
happening.
We
felt
that
the
cost
of
engineering
the
construction
portion
was
I.
Guess
was
what
10%?
No,
no.
It
was
90%.
E
D
D
The
actually
engineering
plans
within
their
budget
for
that
10
percent
change
order,
but
we
felt
that
there
could
be
more
documentation
around
why
why
they
were
needed.
The
rates
we
found
that
consulting
the
consulting
part
of
the
contracts
kenra
is
rising.
A
little
bit
is
a
little
higher
I
guess
in
the
most
recent
years.
So
we
thought
it
was
just
important
to
keep
that
information.
There's
nothing
wrong.
There
I.
We
just
think
it's
important
to
keep
the
information.
D
E
So
we
had
several
examples,
but
the
two
that
we
would
like
to
talk
about
first
example
is
major
roads
contract.
In
this
contract
we
had
about
15
change,
orders
totaling
to
half
a
million
dollar
the
contract.
Total
contract
value
is
three
point:
seven
six
million.
So
that's
a
significant
percentage
of
change
there.
One
of
the
issues
between
we
know
that
was
sidewalk
design
error.
E
Second
example
is
basement
flooring,
contract
where
we
had
three
change
orders
that
were
not
proved
by
management.
They
were
not
put
forward
to
management
for
approval
in
consideration.
The
work
amounted
to
six
hundred
fifty
eight
thousand
dollars
management.
Senior
management
approval
was
not
obtained
in
this
case,
and
if
this
change
orders
are
proved,
they
would
cause
the
amount
to
be
exceeded
by
half
a
million
dollars.
D
To
minimize
the
design
errors
to
to
improve
controls
over
the
authorization
and
the
change
order
of
work,
three
to
assess
the
the
costs
and
pricing
and
forward
to
have
better
oversight
of
contractors
and
consultants
work
now
I
can
say
that
you
know
you're
always
wondering.
Are
they
going
to
be
implemented?
I
can
say
that
my
my
experience
with
the
chief
engineer
is
that
he
designed
and
set
up
the
the
rules.
Well,
the
guidelines.
There
were
instances
where
they
weren't,
followed
in
the
files
that
we've
seen.
D
K
K
Just
very
quickly,
it
goes
without
saying
that
you
know
our
mission
is
to
build
safe
and
sustainable
infrastructure
that
enhances
the
quality
of
life
for
the
people
of
Toronto.
I
want
to
take
you
to
the
to
the
next
slide,
which,
in
a
nutshell,
captures
you
know
the
the
division
so
at
the
at
the
root
of
what
most
of
the
division
represents.
Is
the
construction
of
municipal
infrastructure
and
we're
a
service
provider
to
transportation
to
Toronto
water,
solid
waste
TTC?
We
also
do
some
work
for
a
Toronto
Hydro.
K
K
So
far
is
that
development
application
review
process,
we
are
assessing
development
applications
from
a
serviceability
standpoint,
looking
to
see
whether
it's
upgrade
of
municipal
servicing
and
as
well
as
looking
at
the
impacts
of
third
parties
like
Metro
lengths
or
utility
companies
in
regards
to
the
placement
of
their
plant
or
impacts
on
municipal
infrastructure,
just
a
bird's-eye
view
in
terms
of
some
major
accomplishments
and
2018.
It
just
picks
up
on
the
Auditor
General's
comment.
So
last
year
we
delivered
almost
580
million
dollars
of
of
capital
projects.
We've
reviewed
over
2,000
applications.
K
K
If
you
will
that
govern
the
contract
administration
for
construction
contracts,
the
field
services
manual
is
a
manual
for
our
field
inspectors
and
it's
it's
and
it's
applied
not
only
in
terms
of
the
field,
so
in
house
inspection
staff,
but
also
for
our
engineering
consults
that
we
do
hire.
We
also
have
a
capital
works
procedures
manual
which
basically
guides
governs
the
work
of
the
project
managers
in
terms
of
how
they're
managing
both
construction
contracts
as
well
as
professional
services,
so
just
to
notice
the
utter
general.
K
We
think
that
these
have
evolved
over
time
and
we
continue
to
update
them
and
to
improve
on
areas
where
there
might
be
some
some
weaknesses,
and
so
from
that
standpoint
we
think
that
their
practice
I
want
to
highlight
a
couple
of
points
here
is
that
the
review
was
done
on
contracts
that
were
completed
in
2013
and
2017,
and
just
going
back
to
my
comment
and
respect
to
the
manuals,
those
manuals
has
since
been
then
have
been
updated.
Since
2
2013,
there
was
a
major
change
in
2016
and
2017.
K
K
So
the
audit
findings,
first
and
foremost,
I,
want
to
highlight
the
fact
that
you
know
there
is
no
industry
standard
for
the
value
of
change.
Orders
change
orders,
as
the
Auditor
General
noted,
is
just
a
part
of
construction
contract
management
and
they
are
to
account
variations
deviations
from
what
was
expected
in
terms
of
our
construction
contract
requirements
and
to
effect
a
change.
That
is
that
that
is
uncovered.
K
So
the
outer
general
provided
some
highlights
in
terms
of
two
examples:
I
just
wanted
in
terms
of
the
management
response.
They
think
it's
important
to
note
that
so
far
is
example:
a
the
major
roads
contract
there
were
errors
made
the
city
to
the
the
employee
is
no
longer
with
the
city.
I
think
that
you
know
that
needs
to
be
recognized
on
the
second
example.
This
is
a
situation
that
arose
as
the
Auditor
General
noted.
K
The
contractor
undertook
work.
We
have
not
yet
uncovered
the
documentation
to
support
the
work
that
the
contractor
has
filed.
The
claim
against
the
city
for
and
in
that
regards
we
do
have
some
issues,
so
there
is
a
claim
before
us
and
we
are
proceeding
now
in
terms
of
our
own
internal
investigation
with
legal
services
and
as
well
as
with
the
Auditor
General.
I
need
to
emphasize
that
at
this
point
no
monies
have
been
have
been
expended
in
regards
to
the
claim
made
by
the
contractor.
K
We
have
a
system
called
the
project
tracking
portal,
which
is
basically
our
database
that
that
we
use
to
manage
our
construction
construction
as
well
as
our
professional
services
contracts,
and
that
there's
a
number
of
recommendations
made
in
the
audit
that
will
require
some
amendments
and
changes
to
our
our
system.
But
can
these
be
easily
accommodated?
K
Next,
is
in
collaboration
with
legal
services,
we're
instituting
a
cost
recovery
Meccans
for
design
errors
and
omissions
by
our
professional
services.
Consultants,
I
need
to
sort
of
segue
it
a
little
bit
that
if
there
is
an
error,
for
example,
if
there
it
has
been
another
estimation
of
a
quantity,
for
example,
it's
not
a
question
that
the
quantity
wasn't
necessary.
It
was
just
it's
an
underestimation
when
it's
all
said
and
done
when
we're
in
negotiations
with
a
contractor,
we'll
have
to
pay
for
the
extra
work.
K
The
question,
then
is:
is
there
a
premium
associated
with
that
extra
work
now
versus
if
it
had
been
bid
competitively?
And
therein
lies
the
problem
in
terms
of
trying
to
assign
culpability
or
cost
against
the
consult?
So
again,
it's
something
that
we
will
work
out
with
legal
services
and
we'll
have
to
deal
with
this
in
terms
of
the
sort
of
situations
that
often
arise.
The
next
is
another
key
point
that
we're
working
on,
and
this
is
advancing
the
professional
services
performance
evaluation
tool,
quite
a
mouthful,
we're
working
with
PMD
and
legal
services.
K
K
MD
to
actually
fully
implement
later
this
year
and
then
lastly,
I'd
like
to
institute
an
internal
project
audit
framework-
and
this
is
independently
within
my
organization-
is
to
actually
essentially
duplicate
what
the
Auditor
General
and
her
staff
have
done,
but
to
undertake
that
as
part
of
our
best
practice
within
my
division,
and
so
thanks
for
your
attention.
That
concludes
my
presentation.
I
H
I
Well,
there's
a
couple
of
us
here
that
need
to
say
sorry,
no,
but
one
of
the
things
that
stood
out
to
me
in
the
in
their
report.
In
so
I've
read
the
I've
read
the
recommendations.
The
report
was
very
good,
very
clear
and,
as
the
eyes
actually
are
the
general
Sun
in
in
Moroccan
upper
presentation.
I
think
ECS
has
done
great
a
great
job
in
the
past
with
other
audit
recommendations,
so
I
have
full
confidence
that
they
will
on
this
one.
I
I
K
Very
good
through
the
chair,
it's
a
very
good
question,
I
think
just
to
sort
of
set
a
bit
of
context,
so
we
have
a
system
where
we
delegated
authority
to
our
staff.
So
when
there's
a
change
that
occurs
in
the
field,
our
project
engineers
or
managers
have
authority
to
authorize
a
change
in
the
up
to
$10,000
the
manager
that
the
individual
reports
who
has
authority
for
a
change
up
to
$25,000
the
sorry.
K
The
senior
engineer,
does
the
manager
up
to
$50,000
and
then
between
fifty
and
a
hundred
thousand
dollars
it's
at
the
director
level,
anything
greater
than
that
is
at
my
authority.
With
each
of
these
changes,
as
noted
by
the
general,
there
is
a
requirement
to
justify
that
change
and
the
rationale
both
in
terms
of
the
nature
of
the
change
and
the
costs
associated
with
the
change
and
that's
the
expectation.
It's
it's
embedded
within
our
procedures
manual.
So
clearly
we
know
when
staff
have
overstepped
their
bounds.
K
There
need
to
be
some
consequences,
so,
as
you
saw
in
one
of
my
slides,
what
we
are
looking
to
do
is
to
actually
embed
those
requirements
within
the
annual
performance
planners.
So
having
an
independent
audit
of
project
files,
we
have
an
ability,
then
to
to
connect
up
the
compliance
with
the
their
compensation
at
year-end.
So
that's
that's
and
as
well
as
I
need
to
emphasize.
You
can
never
do
in
our
business
enough
training
and
enforcement
of,
and
so
we'll
continue
to
do,
that
mandatory
training
for
our
project
management,
stuff
right.
I
So
I'm
moving
to
page
four
during
the
actual
report,
so
one
of
the
notes
here
is
significant
delays
by
consultants
and
submitting
change
orders,
and
these
consultants
are
outside
of
the
city.
We
bring
them
in
us
after
a
party.
It
seems
to
me
that
he
never
fails
to
have.
We
have
challenges
with
outside
consultants
and
side
contractors
or
whenever
it
is.
How
do
we
hold
them
to
account
and
make
sure
that
we
are
getting
the
best
value
for
the
money
we're
spending.
K
Through
through
the
through
the
chair
again,
one
of
the
recommendations
is
that
in
a
fulsome
way
we'll
be
implementing
our
professional
services
performance
evaluation
tool.
So
far
as
the
consults
are
concerned,
you
know
there
are
often
times
when
they
are
still
trying
to
navigate
through
and
try
to
understand
and
back
and
forth
to
the
contractor.
With
respect
to
the
justification
of
the
change
and
the
cost
associated
with
that
change.
So
sometime
that's
period
of
negotiations
of
back
and
forth.
K
I
I
guess
my
last
question
is
you
know
you're,
certainly
on
the
audit,
but
more
of
a
general
question
is
there's
been
a
number
of
movements
within
ECS
in
terms
of
audits
and
whatnot.
Some
disciplinary
actions
happening
you've
once
again
have
to
make
a
decision
to
terminate
employment
on
an
individual
if
I
saw
through.
I
B
It's
a
question
around
the
flipside
of
the
guideline
coin
and
just
a
quick
anecdote.
It
was
actually
another
division,
but
earlier
this
year
work
was
going
to
be
done
on
a
major
road.
It
was
going
to
take
three
months
and
I
said
well.
No,
it
can't
take
three
months
so
come
back
with
different
solutions,
so
they
came
back
with
something
that
would
take
three
to
four
weeks.
I
said:
is
it
going
to
cost
more
and
they
said
no,
it's
actually
gonna
cost
a
million
dollars
less
I
said.
B
Is
there
going
to
be
less
work
done
and
they
said
no
there's
going
to
be
more
work
done
and
I
said
like.
So
how
is
this
possible
and
the
reason
the
staff
we're
going
to
spend
three
months
for
an
extra
million
dollars
to
do
less
work
was
following
a
guideline.
So
I
guess
my
question
is
in
our
you
know
in
our
efforts
to
you
know,
bring
some
order
to
things
and
everybody
can
kind
of
cover
themselves
by
following
a
guideline.
How
do
we
make
sure
we
don't
start
just
stupidly
following
guidelines.
K
Through
through
the
chair,
maybe
it's
just
a
couple
of
comments.
One
is
it
and
again
I
come
back
to
our
capital
works
procedures
manual
which,
which
guides
the
project
management
activities
as
well,
there's
an
awful
lot
of
work
that
goes
into
the
planning
of
projects,
particularly
when
they
are
quite
disruptive,
and
so
what
we've
opted
to
do.
There
is
to
look
at
ways
of
minimizing
the
impact
and
sometimes
when
it's
also
done
using
extended
hours
and
into
the
evening
hours.
K
What
we
have
found
is
that
it
benefits
the
contractor
because
they're
not
having
to
set
up
traffic
controls,
set
them
up
and
then
remove
them
and
then
reinstate
the
following
day,
so
that
if
we
can
extend
their
work
schedule
for
the
day,
there's
greater
productivity
for
them
in
a
given
day,
not
all
cases
but
on
a
case
by
case
basis.
That's
the
kind
of
thing
that
we
look
at
you.
B
Know
what
I
met
was
that
the
and
I
do.
That
was
an
extreme
example,
but
I
do
run
into
this
all
the
time
that
staff
for
proposing
something-
and
you
say,
but
that
makes
no
sense-
and
they
say
well
we're
following
the
guideline
and
it's
very
hard
to
move
anybody
off
the
guideline,
because
they
don't
want
to
end
up
in
a
audit
report
or
something
that
they
didn't
follow
the
guideline.
B
If
you
follow
the
guideline,
you're
safe
as
soon
as
you
move
yourself
off
the
guide
line,
you're
exposing
yourself,
but
in
probably
a
very
small
percentage
of
cases,
the
smart
thing
to
do
is
to
not
follow
the
guideline.
So
how
do
we
ensure
that
our
staff
don't
just
become
guideline
followers
and
lose
their
thinking?
Ability
well.
K
Through
through
the
chair,
my
comment
there
is
that
we're
holding
staff
to
account
if
I
go
back
to
the
two
manuals
that
we
have.
That's
the
expectation,
if
there's
a,
if
there's
an
ability
to
vary,
how
we
actually
stage
or
undertake
the
work,
that's
a
completely
different
situation
and
in
that
particular
case
of
a
counselor
or
there's,
there's
a
suggestion
been
made.
Then,
and
that's
the
frontline
project
managers
uncomfortable
with
that
we
do
have
an
escalation
protocol.
K
Ultimately
it's
up
at
my
level
in
terms
of
a
final
decision,
but
I
need
to
emphasize
that
we
are
holding
staff
to
account
that's
their
objective.
You
know,
there's
there's
obligations
that
they
themselves
haven't
in
terms
of
taking
carriage
of
their
responsibilities
and
managing
these
projects,
and
that's
I
think
at
the
root
of
what
the
the
Auditor
General
found.
K
K
I
You
miss
chair
very
brief.
I
will
move
staff,
recommendations
and
and
I
think
just
in
what
your
on
your
general
Sam
I,
think
I
say
that
my
questions
but
I
think
I'm
utmost
faith
in
mr.
Andrews
Department
to
kind
of
get
on
top
of
this
stuff
and
move
it
forward
and
if
any
of
our
roads
don't
get
resurfaced
this
year.
I
know
why?
Because
we,
except
from
a
low
light.
B
A
J
Or
a
meeting
my
two
favorite
quotes
of
the
day,
but
that
can
only
be
made
at
Audit
Committee
one
is
it
takes
a
village
to
raise
a
child
and
it
takes
a
village
to
write
a
report
fantastic
and
then
the
other
one
was
accountants
trying
to
be
cutting-edge.
You
don't
hear
that
every
day,
but
it's
awesome
anyway.
Thank
you,
I
hear
it
every.